BSBHRM501 Assessment Task 2 Rev0

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Universal Business School Sydney *

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Management

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Feb 20, 2024

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Canterbury Business College CRICOS Code – 01899K RTO Code - 6554 Task 2 – Case Study: Report Writing and Presentation. Objective: To provide you with an opportunity to demonstrate the required knowledge and performance evidence to determine that you have the required skill and knowledge to analyse business strategy and operational plans to determine human resource requirements. Requirement: Your answers should be based on the JKL case study scenarion and the research you have conducted using various resources such as internet and information contained in policy and procedure of your organization, online research on organization’s and what you have learned in this study unit. Task 2 is divided into three parts and part two requires you to develop a Powerpoint and present it in the class. In this assessment you are required to respond to a case study business scenario (provided) and: o identify human resources needs through a review of business documentation and the external business environment and through role-played consultation with line and senior managers. o develop options for delivery of human resources (HR) services (later to be formalised in a service level agreement) and present these in a short report. o develop an action plan for the delivery of HR services that includes roles and responsibilities for implementing proposed service level agreements. o communicate information on human resources (HR) strategies, service level agreement/s (SLAs), performance standards and potential return on investment (ROI) in order to build understanding and buy in among internal stakeholders. o identify and manage underperformance through development of a coaching/performance management action plan. o seek feedback on human resources (HR) service delivery o answer a series of questions relating to analytical skills and knowledge of HR management. Case Study- JKL Industry JKL Overview CBC-BSBHRM501-Task 2-DB-V2021.1 Page 1 of 31

Canterbury Business College CRICOS Code – 01899K RTO Code - 6554 JKL Industries is an Australian owned company, selling forklifts, small trucks and spare parts to industry. They also have a division which leases forklifts and small trucks. The company’s head office is in Sydney and JKL has branches in Brisbane, Melbourne, Perth, Adelaide and Canberra. Change After 12 years in business, focusing on forklifts and small trucks, JKL has been offered the sales rights to a range of medium and large trucks from an overseas supplier (Harleys-Mitsu Pty Ltd). This opportunity will provide JKL with an advantage in range over its competitors. Sales results over the past five years have indicated strong growth in forklift and truck sales which have averaged 10% sales growth per annum. The rental market has been in decline for the past three years due to the reduced costs of these vehicles and some taxation benefits to industries who purchase these vehicles. Taking the sales opportunity will, however entail some significant changes, including significant changes to the current organisational structure. The company will reposition itself to focus solely on retail sales and service and exit the rentals market in which forces such as competition and consumer choice reduce potential profitability. In accordance with the organisation’s values, JKL intends to (to the extent feasible) recruit from within the company and upskill or reskill existing employees in rentals who wish to remain with the company. HR role HR will have a key role to play in the implementation of strategic and operational changes. The significant changes to the organisation also provide an opportunity for HR to potentially restructure and certainly rethink how it delivers services to internal clients. HR will need to consider company strategic directions, the external business environment, and the needs of employees and managers to implement the strategy effectively. Options for service delivery A number of HR service delivery options are available for discussion and analysis. The following cost and benefits are presented for a number of possible HR service delivery options and strategies: CBC-BSBHRM501-Task 2-DB-V2021.1 Page 2 of 31

Canterbury Business College CRICOS Code – 01899K RTO Code - 6554 Strategic Options Cost Financial Gain Chance of failure/Likelihood of risk Outsourcing basic HR services. $600,000 $800,000 for the following financial year 10% (0.1) – Low risk Restructuring HR. $800,000 $1,000,000 over next 5 years 20% (0.2) – Low risk Redeploying and retraining rental employees. $500,000 $3,000,000 over next 3 years 30% (0.3) – Moderate risk Integrating HR services and recruitment. $100,000 $1,500,000 over next 3 years 10% (0.1) – Low risk Enhancing HR services with respect to performance management to enhance business partnering at all levels. $100,000 $1,000,000 over next 5 years 10% (0.1) – Low risk Enhancing HR services with respect to industrial relations (IR) to enhance business partnering at all levels. $150,000 $500,000 for the following financial year 20% (0.2) – Low risk Note: Financial gain is through efficiencies, savings or direct revenue (without consideration of costs) JKL Industry’s Industrial Relations History JKL Industries has not had a clear industrial relations policy or strategies in the past. There has been a tendency to manage issues on an ad hoc basis rather than drive the business through long- term industrial relations objectives. Responsibility for industrial relations issues has been spread between various levels of management including the Operations Manager, Sales Manager, Service Manager and Human Resources Officers for each branch. This has led to issues of inconsistency and allegations of unfair CBC-BSBHRM501-Task 2-DB-V2021.1 Page 3 of 31

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Canterbury Business College CRICOS Code – 01899K RTO Code - 6554 work practices, with team members confused as to their entitlements and unsure of how to resolve grievances and conflict appropriately. On several occasions the union has become involved in disputes when team members have been unable to resolve issues with their line managers. Morale in the workplace fluctuates and is often dependent on the division manager’s management style and skill level. There have been instances of workplace conflict which have not been satisfactorily resolved and have led to complaints of discrimination and unfair dismissal. Employees have heard rumours of the forthcoming changes in the structure of the organisation and the move into medium and large truck sales. There are concerns about possible redundancies but no information from management has been forthcoming. There has been a history of dissatisfaction within the organisation relating to pay and conditions with some employees complaining they are not receiving the entitlements they should be. Management Skills and Knowledge The current management team has little understanding of industrial relations matters and has been appointed to their current positions based on their abilities in sales or their technical skills. They have limited understanding of Australian workplace agreements and a tendency to refer any problems to the HR officers. This has led to conflict and dissatisfaction within the work teams and is felt to be a contributing factor to the high turnover of staff in some departments. Management tends to be ‘operations’ focused and have little understanding of people management, performance management or leadership skills; moreover, managers tend to resent any intrusion of HR into strategic planning, recruitment and workforce planning, seeing these as business issues. HR is seen to merely provide administrative assistance, but not to contribute to the achievement of business goals in more direct or meaningful ways. The HR officers have experience in understanding and interpreting Australian Workplace Agreements from an administrative perspective. They have limited knowledge of strategic management and have little control over or influence in implementing industrial relations policy. As they report directly to the Division Manager, they are functioning more as administration assistants than as a strategic HR resource. While JKL Industries has policies and procedures relating to workplace behaviours and values, employees are not provided with written copies of procedures nor are they trained in values, behaviours, codes of practice or workplace cultural issues. Many employees are confused about their rights and entitlements at work and are not clear on who they should speak to if they have a problem. CBC-BSBHRM501-Task 2-DB-V2021.1 Page 4 of 31

Canterbury Business College CRICOS Code – 01899K RTO Code - 6554 Conflict situations Some examples of industrial relations issues are detailed below. Case 1 An apprentice mechanic complained to the union that he was left unsupervised for up to five hours several days per week. The union investigated the matter and found it to be substantiated. Management claimed it was a temporary rostering issue caused by the resignation of senior mechanics and would be rectified. The apprentice was satisfied with the response and the rosters were adjusted. Case 2 Five sales consultants claimed their annual bonus was calculated incorrectly. Management asked the payroll department to review the payments and was advised it was correct. The sales consultants felt they had been misled by confusing contracts detailing the bonus arrangements and had, in fact earned their bonuses. Management did not respond. Three sales consultants resigned as a result. Case 3 The mechanics and apprentices in the NSW branch complained to management about excessive hours of work. They were told that the business did not have the resources to hire extra staff and they would have to work the overtime. The mechanics continued to do the overtime for two months and then complained again. One mechanic refused to work more overtime and was dismissed summarily by the Service Manager, Norm Johnston. He lodged an unfair dismissal claim and was reinstated and back paid. No action was taken by the company with regards to the Service Manager’s performance or behaviours. Case 4 An administration assistant in the finance division complained to the HR Officer that she felt uncomfortable working around one of the male accountants as he had asked her out on several occasions. When she said no, she felt like he singled her out for the worst jobs in the office, was rude to her in front of other staff and made comments in public about her weight. The HR officer told her she was being overly sensitive and should be flattered to have been asked out. She was told to be more of a team player. The administrative assistant then complained to the Finance and Administration Manager and was told there was nothing he could do. She resigned from the company. Case 5 Management decided to restructure the sales department which involved redundancies. They did not involve the union or offer any type of counselling or personal meetings. Employees were informed by letter and were paid the minimum payouts they were entitled to. There was no discussion with remaining staff and morale became extremely low. Within two months, management had replaced the team members made redundant with new workers. CBC-BSBHRM501-Task 2-DB-V2021.1 Page 5 of 31

Canterbury Business College CRICOS Code – 01899K RTO Code - 6554 Part 1 Please answer the following questions based on the case study and as musch details as possible: 1. Read the JKL Industries Case Study. Then review the external environment of the organisation and determine its likely impact on the organisation’s human resource requirements. The network highlights several information regarding facts and issues about the internal and external work environment that affect the organization's performance. In the strategic system, future risks and challenges are given priority. In addition, it focuses on valuable relationships with the organization, which can help in organizational improvement. Finally, strategic networking focuses on the needs of the organization, considering what resources the organization has. After making an analysis of gaps in access information and required resources, a plan is built. 2. a) Read the JKL Industries Case Study. Then develop options for the delivery of human resource services of this organisation that comply with legislative requirements, organisational policies and business goals. JKL has many policies and procedures to support its core values and ensure compliance with legislative requirements. Code of conduct JKL Industries acknowledges its role as a responsible corporate citizen. JKL’s success will result not simply from satisfying specific equipment needs for a quality product at reasonable prices but from conducting its business with integrity and following the organization's core values. Employees and officers of JKL are expected to:  respect and support the core values of the organization:  performance excellence  value for investors, customers, and employees  personal and professional development  diversity  sustainability  respect others and treat others (colleagues, managers, reports, clients, customers, and organizational stakeholders) with fairness  act following relevant legislation, standards, and industry codes of practice  act honestly to protect the reputation of JKL; avoid the fact or appearance of a conflict of interest  Protect the privacy of others following organizational privacy and recordkeeping policies. Legislative requirements It is company policy to comply with local, state/territory, and federal government legislation. The relevant legislation that needs to comply with includes: CBC-BSBHRM501-Task 2-DB-V2021.1 Page 6 of 31

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Canterbury Business College CRICOS Code – 01899K RTO Code - 6554  Competition and Consumer Act 2010  Disability Discrimination Act 1992  Workplace Gender Equality Act 2012 (Cwth)  Fair Work Act 2009  Freedom of Information Act 1982  Privacy Act 1988  Racial Discrimination Act 1975  Safety, Rehabilitation and Compensation Act 1988  Sex Discrimination Act 1984  state and territory health and safety legislation. b) Based on the above options you had developed, devise strategies and develop action plan for the delivery of human resource services of this organisation. Prepare action plan using the template provided. Note: (Use the template provided in Appendix-1) Performance management activities Timelines Strategies to ensure success/integration with organisational values/policy/busines s ethics/legal requirements Resources Responsibilities. 1. Make authentic advances to achieve destinations. 2. Affirmation that laborer is on track with destinations. 3. Coach if essential; change targets if crucial. 1 st quarter (2 months) 1. Cling to required rules and execute demands 2. Accuracy in enrolment structures. Cutoff getting utilizations . HR division is capable to set KPI's for every agents to screen their show. Keep up the record of achieve objectives 2. Masterminding reward framework for productive workers 2 nd Quarter (2 months) Review of execution updates and result on sure result on business advancement Element the advancem ent of present and past execution HR have commitment to gather all execution overhauls and connection of present and prior years. CBC-BSBHRM501-Task 2-DB-V2021.1 Page 7 of 31

Canterbury Business College CRICOS Code – 01899K RTO Code - 6554 3. Read the JKL Industries Case Study. Then identify the skills and knowledge gap of its current management team. Based on the gap you would identify, arrange a training support to eliminate this deficiency. The current management team has little understanding of industrial relations matters and has been appointed to their current positions based on their abilities in sales or their technical skills. They have limited understanding of Australian workplace agreements and a tendency to refer any problems to the HR officers. This has led to conflict and dissatisfaction within the work teams and is felt to be a contributing factor to the high turnover of staff in some departments. Management tends to be ‘operations’ focused and have little understanding of people management, performance management or leadership skills; moreover, managers tend to resent any intrusion of HR into strategic planning, recruitment and workforce planning, seeing these as business issues. HR is seen to merely provide administrative assistance, but not to contribute to the achievement of business goals in more direct or meaningful ways. The HR officers have experience in understanding and interpreting Australian Workplace Agreements from an administrative perspective. They have limited knowledge of strategic management and have little control over or influence in implementing industrial relations policy. As they report directly to the Division Manager, they are functioning more as administration assistants than as a strategic HR resource. While JKL Industries has policies and procedures relating to workplace behaviours and values, employees are not provided with written copies of procedures nor are they trained in values, behaviours, codes of practice or workplace cultural issues. Many employees are confused about their rights and entitlements at work and are not clear on who they should speak to if they have a problem. 4. Read the JKL Industries Case Study. Then determine the appropriate return on investment of the following options: I. Outsourcing basic HR services II. Restructuring HR Note: (Use the Return on Investment (ROI) template is provided in Appendix 2). - ROI (return of venture). return for capital invested for re-appropriating alternative ROI= (800000-600000)/600000 0.3333 OR 0.333% for the accompanying monetary year and odds of disappointment is 10% of okay. CBC-BSBHRM501-Task 2-DB-V2021.1 Page 8 of 31

Canterbury Business College CRICOS Code – 01899K RTO Code - 6554 return for capital invested for rebuilding choice ROI= (625000-500000)/500000 0.25 or 0.25% over next 5 years and okay of 20% rethinking can make an appearance of 33% by contributing $600000 for the following year with a for the most part protected of only 10%. Then again, the rebuilding decision can yield an appearance of 25% by contributing $500000 all through the accompanying five years with a 20 percent hazard . 5. Develop a draft service level agreement (SLA) in response to HR requirements. Do your own research and suggest a well-known Australian HR organization who can assist JKL industry to maintain their Human Resources services including the recruitment of employees. Note: (Use the SLA template provided in Appendix 3). 1. EXECUTIVE SUMMARY JKL Industry is an Australian possessed organization that spotlights on the deals of little and center reach trucks and extra parts. JKL Industry has looked for the administrations of an enrollment supplier, People Power, in recruiting new workers. Nonetheless, in the quality affirmation review, it has been unveiled that People Power isn't offering support at a sufficient level. Proof of a sluggish enrollment measure and amateurish disappointment in the fulfillment of three required reference checks, postponing the arrangements as the reference checks are a prerequisite for arrangement under the association's enlistment strategy. Individuals Power Recruitment expresses that different associations just require two and the additional check gives a weight on their capacity to act inside the time periods of the help understanding. There was likewise a disarray over planning jobs of People Power and JKL Industry. Individuals Power has been observed to give erroneous data on advantages and rewards and compensation strategy to representatives and preparing of faculty (as specified in SLA) is insufficient to business needs. The terrible showing of People Power Recruitment has affected the assurance of workers and adversely affects the business. Also, during the observing of the presentation of line administrators and therefore, People Power has alluded unacceptable contender to the association and has not met the time periods indicated in the arrangement. 2. HR SERVICE DELIVERY AND ACTION PLANNING REVIEW - Develop a data meeting to illuminate about the progressions in the organization. - Review the installments and agreement subtleties. - Develop SLAs and orchestrate meeting for discussion and endorsement. CBC-BSBHRM501-Task 2-DB-V2021.1 Page 9 of 31

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Canterbury Business College CRICOS Code – 01899K RTO Code - 6554 - Arrange gatherings to talk about unsatisfactory conduct in the association. -Providing preparing plan to rental staff and new staff. -Monitoring changes and headways with execution pointers. 3. SLA Draft JKL INDUSTRIES SERVICE LEVEL AGREEMENT General Information The current arrangement comprises a Service Level understanding between JKL enterprises and People Power Recruitment for the HR necessities to offer support at a satisfactory level. This Agreement traces the boundaries of all HR Requirements covered as the essential partners commonly perceive them. This Agreement doesn't supplant current cycles and systems except if unequivocally expressed thus. Purpose The reason for this SLA is to depict the key administrations People Power enrollment will give and the quality principles to be continued in the enlistment cycle of People Power to offer steady assistance backing and conveyance to the clients by JKL industry. This Agreement sets out: - The administrations People Power Recruitment will give. - The general standard which JKL intend to accomplish in the arrangement of administrations. -A component for settling any issues identifying with the conveyance of the help. Objectives : Give clear reference of HR Requirements, workers' jobs and additionally obligations and wages. Present an unmistakable, brief, and quantifiable depiction of administration arrangement of mechanics. Match view of expected help arrangement with real assistance support and conveyance. Vision The new business climate will persistently improve administration, consistence and efficiency to its clients and center strategic policies. The fundamental beliefs acknowledged with this SLA are: -Performance greatness -Value for financial backers, clients, and representatives -Personal and expert turn of events - Workforce Diversity -Sustainability - Qualified staff Service Performance Mission CBC-BSBHRM501-Task 2-DB-V2021.1 Page 10 of 31

Canterbury Business College CRICOS Code – 01899K RTO Code - 6554 To furnish our clients with quality assistance and effective hardware. The mission will be satisfied by directing worker preparation and advancement, execution of present-day innovation, and building associations with clients. The center action of capacities is to help the business partners through the change time of JKL regarding all HR matters. Scope This SLA applies to support offices, outreach groups, activities, and money offices. The specialist organization is answerable for the preparation and improvement of the workers, arrangement of right data on the compensation, advantages, and rewards. This Agreement covers the accompanying Services: Enlistment measure by People Power Recruitment Assumptions for mechanics qualified to have the option to work in JKL Industry Direction interaction to be done and enquiries that can be examine by People Power as Recruitment Agency. Hours of Operations Activity hours are 9:00 am to 5:00 pm Monday to Friday, except for endorsed occasions. Working hours might be changed because of framework/blackouts, regulator's office unique occasions, crisis circumstances, or catastrophe. Performance expectations The Recruitment Agency, People Power is relied upon to incorporate the meanings of estimation guidelines and strategies, revealing cycles, gives that might result to support level breaks, and a component for refreshing the arrangement as required (Service prerequisites and abilities change, so there should be an approach to ensure the SLA is stayed up with the latest) Service expectations It is relied upon for People Power to select profoundly qualified mechanics that can work little and mid-range trucks. Mechanics ought to have forward-thinking information and involvement in the most recent innovation utilized and other system for trucks and with deals. CBC-BSBHRM501-Task 2-DB-V2021.1 Page 11 of 31

Canterbury Business College CRICOS Code – 01899K RTO Code - 6554 Service Process/Area Expectation Performance metric Performanc e monitoring schedule Services Department Accomplishing a high client care also, keep up with great relationship between the partners and administrator of JKL IndustryAssuring JKL's guidelines are kept up with. Taking care of protests from JKL Management also, to screen the advancement of issues inside the office. accessibility (the sum of time the assistance is accessible for use) The assistance accessible can be accomplished for up to almost 100% if the enrollment is finished online as well. Monthly Recruiting Department Guaranteeing that a solid relationship between JKL Industry and Individuals Power is kept up with through great correspondence also, dealings Meeting and surpassing the employing objective by working hand in hand with the advertising Office to be ready to draw in more qualified mechanics Return on Capital Utilized: (A pointer of the execution of a organization). The high turnover pace of JKL Industry likewise reflects with People Force, with 60% or 3 out 5 representatives leaving Monthly Operations Department Tasks Division Guarantee that all tasks are being done in an coordinated and financially savvy way with giving qualit principles Examining monetary proclamations and work process Quality (exceptionally qualified mechanics). It very well may be around 60% due to the trouble referenced before about selecting exceptionally qualified mechanics Monthly Human Resource Department Select the right individuals by 95% Viability of enlistment measure by 95% 10% Staff turnover 90% of Passing probation that is all Training Negotiate with CBC-BSBHRM501-Task 2-DB-V2021.1 Page 12 of 31

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Canterbury Business College CRICOS Code – 01899K RTO Code - 6554 suppliers Working assumptions The specialist co-op has qualified staff and faculty to coordinate the preparation of the laborers. They will do facilitated of jobs and administrations among them and the association. Give the right data on the representative's compensation strategy just as complying with the specified time constraints in the assistance level understanding Service constraints - Market Constraint: A stockpile lack as far as mechanics particularly - Demand Constraint: The interest of exceptionally qualified mechanics - Budget constraint: The spending plan coordinated to the enrollment may be influenced relying upon the inclusion of enlistment (counting on the web ad). - Strike Constraint : Employees going on strikes to show conflict. - Working Hours Constraint : Increased in the work completed by the specialist organization because of blackouts and framework inaccessibility. - Australian regulation constraint : Changes parents in law and guidelines pertinent to JKL. mechanics that has practical experience in little and mid-range truck deals Service level agreement maintenance This Agreement will be evaluated on quarterly premise and refreshed as thought to be fundamental. Updates might become essential because of changing assistance needs, alterations to existing administrations, expansion of administrations, critical varieties from settled upon administration levels, or unexpected occasions. Terms of agreement This arrangement starts on 01/09/2021 till 01/09/2022 with the shared agreement that changes might be needed after some time. All alterations will be made in the soul of the first Agreement and should be explored by delegates of JKL. Periodic quality reviews JKL ventures will direct occasional surveys of People Power enrollment execution against settled upon administration level assumptions. The plan for these audits ought to incorporate, however isn't restricted to: -Service conveyance since the last survey. -Conflicts or worries about help conveyance. -Planned changes to further develop administration viability. -Changes to the Agreement. CBC-BSBHRM501-Task 2-DB-V2021.1 Page 13 of 31

Canterbury Business College CRICOS Code – 01899K RTO Code - 6554 JKL businesses will likewise routinely evaluate consumer loyalty and will utilize the outcomes as a reason for changes to this Agreement. Issue resolution In an occasion People Power Recruitment neglect to play out the administrations in understanding with this arrangement or penetrates any arrangement of this understanding before the following intermittent survey, PPR and JKL will participate in a joint exertion of comprehension and amendment of the issue Signatures to agreement President of Employee Union Provider Client/s Part 2 1. Identify instances of underperformance using the information provided below: Case study – Service provider You have completed a quality assurance audit for a service agreement with a recruitment provider. The audit revealed that the service provider (People Power) is not providing service at an adequate level: ● Recruitment process is taking too long. ● On several occasions, the service provider has failed to complete the three required reference checks, delaying the appointments as the reference checks are a requirement for appointment under the organisation’s recruitment policy. The service provider states that other organisations only require two and the extra check provides a burden on their ability to act within the timeframes of the service agreement. ● There is confusion over coordinating roles of the service provider and the organisation. ● The provider is providing incorrect information on benefits and rewards and remuneration policy to employees. ● Training of personnel (as stipulated in SLA) is inadequate to business needs. The poor performance of the service provider has been impacting on the morale of employees and negatively impacting the business. Case study – Line manager CBC-BSBHRM501-Task 2-DB-V2021.1 Page 14 of 31

Canterbury Business College CRICOS Code – 01899K RTO Code - 6554 You have monitored the performance of line managers with respect to implementing business strategies. Your monitoring activities revealed that sales managers are not following recruitment procedures in the following manner: ● They are not submitting request forms in the required time frames. ● They are failing to complete person specification forms as per the required procedures. As a result, the external service provider has referred unsuitable candidates to the organisation and has not met the timeframes specified in the agreement. The service provider has noted that line managers have been delaying final decisions for up to three weeks; in breach of the service agreement. Line managers are complaining they don’t have time to do the final selection checklists provided by HR and that is what is delaying them. They say the forms are time consuming and they don’t really understand what to do with them. The delays have been impacting on the operational capabilities of the business, which is unacceptable. Case study – HR Officer You have completed a quality assurance audit for a service level agreement with the business. The audit revealed that the HR officer in the Sydney service department is not providing service at an adequate level in the following ways: ● Providing incorrect information on benefits and rewards and remuneration policy to employees. ● Providing inadequate advice on training. ● Not following the organisation’s performance management policy. ● Failing to live up to the spirit of partnering with managers to further business goals; not listening to needs of managers and customer-facing staff in order to meet customer needs; not effectively translating higher level business goals to operational measures such as developing workforce capability; not promoting general understanding of business goals and employee buy in. The lack of acceptable performance has been impacting on the operational capabilities of the Sydney service department, which is unacceptable. CBC-BSBHRM501-Task 2-DB-V2021.1 Page 15 of 31

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Canterbury Business College CRICOS Code – 01899K RTO Code - 6554 Case study- Service Provider The lacklustre showing of the specialist co-op has been affecting on the assurance of representatives and adversely affecting the business. The survey uncovered that the specialist co- op isn't offering administration and is taking unnecessarily long for enlistment measure. The specialist co-op is likewise deferring the game plans as the reference checks are a need for course of action under the affiliation's enlistment methodology. Mistaken data is given on benefits and redresses, and compensation methodology to laborers by the suppliers. Additionally, specialist co- op and the association have the confusion over arranging position. Case study- Line Manager The delays have been influencing on the functional limits of the business, which is prohibited. The team leads are not submitting request shapes in the essential time frames and are fail to complete individual constructions as indicated by the necessary procedure. The periods still up in the air in the arrangement has not met while the outer specialist co-op has insinuated unsuitable competitor to the affiliation. They have no clue about dealing with the last choice agendas given by HR and they express that the designs are tedious. Case study- HR officer The shortfall of acceptable execution has been influencing on the functional limits of the Sydney organization office, which is prohibited. The grown-up uncovered that the HR official in the Sydney organization office isn't offering support at an adequate level in which the affiliation's show the leaders are not after the techniques and giving misguided information, inadequate appeal on preparing. Not just that, they are not checking out necessities of overseers and customer defying staff all together to address customer issues. 2. Please conduct a PESTEL Analysis on JKL industry. Review the political, economic, social, technological, Environmental and Legal aspects of the company. Political situation-the country of Australia. The protests are an indicator of political issues in the country. Therefore for any company thinking of entering the industry, the environment is not favorable politically. Economic conditions country is slowly growing, and the economy is moving ahead. Therefore, the industry has huge labor available at cheaper costs and therefore, that is an advantage for the company. Social-The people are more careful towards their education. Therefore, they spend huge amounts of resources in gaining skills and stress on the growth, and therefore this factor is favorable for the industry. CBC-BSBHRM501-Task 2-DB-V2021.1 Page 16 of 31

Canterbury Business College CRICOS Code – 01899K RTO Code - 6554 Technological-The country is doing reasonably okay on this end and has started to invest in technology. Therefore this is not an attractive segment for the country. Environmental factors- The ecological concern is lacking in the country and as such, the focus is not on the environment. Legal-A strong legal system is also lacking, making entry into the industry undesirable. Therefore, overall the industry is not great for entering the market. 3. Develop an Action Plan to address underperformance of team or service providers in two of the three scenarios presented above and you use Appendix 4. Action plans should include: a. performance management activities b. timelines c. strategies to ensure success/integration with organisational values/policy/business ethics/legal requirements d. resources e. responsibilities. Note: (Use the same template provided in Appendix-4) Appendix – 4 Action Plan Performance management activities Timelines Strategies to ensure success/integration with organisational values/policy/busin ess ethics/legal requirements Resources Responsibilities. 1. Make authentic advances to achieve destinations. 2. Affirmation that laborer is on track with destinations. 3. Coach if essential; change targets if crucial. 1 st quarter (2 months) 1. Cling to required rules and execute demands 2. Accuracy in enrolment structures. Cutoff getting utilizations. HR division is capable to set KPI's for every agents to screen their show. CBC-BSBHRM501-Task 2-DB-V2021.1 Page 17 of 31

Canterbury Business College CRICOS Code – 01899K RTO Code - 6554 Keep up the record of achieve objectives 2. Masterminding reward framework for productive workers 2 nd Quarter (2 months) Review of execution updates and result on sure result on business advancement Element the advanceme nt of present and past execution HR have commitment to gather all execution overhauls and connection of present and prior years. Underperformance Area Sales managers should follow recruitment procedures by: -Submitting request forms in the required time frames -Complete person specification forms as per the required procedures Activity ● HR to assist with training managers in the correct completion of paperwork and to monitor the process ongoing When needed Provide value to investors and owners Provide value to customers Develop human potential Continuously improve operations and management efficiency HR support BP support Training and developme nt Performanc e manageme nt HR manager BP Representativ e Underperformance Area HR officer in the Sydney service department must provide service at an adequate level in the following ways: - Provide correct information on benefits and rewards and remuneration policy to employees. -Provide adequate advice on training. -Following the organisation’s performance management policy. - Live up to the spirit of partnering with managers to further business goals Activity - HR Manager to assist with training the HR officer - Write the activities into the When needed Provide value to investors and owners Provide value to customers Develop human potential Continuously improve operations and management efficiency HR support Training and developme nt HR manager CBC-BSBHRM501-Task 2-DB-V2021.1 Page 18 of 31

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Canterbury Business College CRICOS Code – 01899K RTO Code - 6554 performance management contract of HR officer 4. Develop a survey on HR service delivery to obtain feedback from clients, including: a. senior management b. line managers c. recruitment service provider d. employees. JKL CUSTOMER S CUSTOMER SATISFACTION SURVEY Department: Location: Every one of the HR administration regions is separated into administration parts. Kindly rate everything and afterward give a general rating. Remark on any thing evaluated 3 or lower. Stakeholder Name: Distinguish issues and propose arrangements. Much obliged to you. 1. What is your gender? Female Male 2. What is your position? Senior management Line managers Recruitment service provider Employees 3. How many years of service do you have with JKL? Less than 1 year 1 - 5 years 6 - 10 years CBC-BSBHRM501-Task 2-DB-V2021.1 Page 19 of 31

Canterbury Business College CRICOS Code – 01899K RTO Code - 6554 11 - 20 years More than 20 years 4. I have good access to HR employees for advice and assistance. Strongly agree Agree Disagree Strongly disagree Do not know 5. When I contact my HR department, I usually receive help: Within 1 workday Within 2 or 3 workdays Within a week After more than a week Never 6. Have you found that getting HR information is more difficult than you believe it should be because of a lack of sufficient skill in the HR staff? To a great extent Somewhat To a small extent Not at all 7. Have you found that getting HR information is more difficult that you believe it should be because of a lack of sufficient staff resources in the HR department? To a great extent Somewhat To a small extent Not at Not at all 8. Have you had any problems finding or obtaining access tothe right person in the HR department to get the information or service you need? Yes No I have not attempted to contact the HR department 9. Do you believe the HR department made sincere attempts to solve your problems or answer your questions? Yes No I have not attempted to contact the HR department 5. Prepare a report on HR service delivery performance for the Operations Manager. Your report should be approximately 600-800 words and include the following: CBC-BSBHRM501-Task 2-DB-V2021.1 Page 20 of 31

Canterbury Business College CRICOS Code – 01899K RTO Code - 6554 a) a summary of proposed recommendations for service delivery changes (executive summary) b) analysis of performance data, including adherence to values, code of conduct, organisational policy and legal requirements c) proposed recommendations for service improvements, for example: o changes to service level agreement/s (SLAs) o changes to implementation strategies o reference to business needs in connection with changes and impact (if any) on business or operational plans o revised return on investment (ROI) figures with justification. Note: Ensure your proposed changes are expressed in a business-like and persuasive manner designed to seek approval and gain support from the operations manager. SUMMARY FOR RECOMMENDED CHANGES: With the introduction of SLA utilization into JKL for an unrivaled design and framework, its crucial point was to pass on one more heading of human asset the executives system similarly as drawing out the best specialist experience and advantages. - Correspondence among different workplaces over the affiliation. - Workers' capabilities and benefits. - Reasonable and basically work designation for all agents. - Guaranteeing the human advantages of the laborers. - Upholding corporate methodologies as to moral issue. PERFORMANCE DATA ANALYSIS: According to the show data accumulated through reviews, there are a couple of measures inside possible longings while some didn't show up at the best standard. Objective or target Performance metric or KPI Result CBC-BSBHRM501-Task 2-DB-V2021.1 Page 21 of 31

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Canterbury Business College CRICOS Code – 01899K RTO Code - 6554 expenses of new HR measures kept to estimates as illustrated Cost of HR measures 20% budget overrun 5% development in income to $20,000,000 $ revenue $18,000,000 gross revenue 90% chiefs concur HR adds to business monetary achievement % agree 60% agree 100% rental staff prepared in deals % rental staff prepared in deals 60% effectively prepared 25% chiefs occupied with profession advancement % chiefs took on inner or outside programs 4% took on additional preparation 90% occupation fulfillment rate % happy with job and profession possibilities inside organization 70% satisfaction There occurred some financial overrun due to the ineffective prior planning and the people training aspect was not performing up to the expectation. Therefore, some proposed recommendations could be such as: - changes to service level agreement/s (SLAs). - changes to implementation strategies. - reference to business needs in connection with changes and impact (if any) on business or operational plans. Proposed recommendations for service strategies: There happened some budgetary attack because of the insufficient earlier arranging and the people planning perspective was not performing up to the assumption. Subsequently, some proposed proposition could be, for instance. - Changes to support level arrangements (SLAs). - The arrangement of the client assessment and ordinary deals course should be given. - Great nature of organization and items should be given in their general area. - Input from the clients and conventional noticing execution. - Deals of medium and tremendous trucks from as out of the country should be given more prominent need. - Audit the genuine show by separating the targets of the relationship with veritable execution. - Changes to execution methodologies. CBC-BSBHRM501-Task 2-DB-V2021.1 Page 22 of 31

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Canterbury Business College CRICOS Code – 01899K RTO Code - 6554 – Checking the introduction of the staff people should be finished by the workplace chief and HR. – The labor force should be proficiently utilized by the HR chief like director who can handle the inconsistence exercises and the execution contrast. – HR social occasion should give rousing forces for monetary like remuneration rise and prize. - References to business needs regarding changes and effect (assuming any) on business or functional plans. The means need to get the destinations of the crucial course of action, the organizations is responsible for finishing the exercises portrayed, and the arranging in accordance with those exercises. To remain with the on track we have changed the chief activities plan like position portrayal, working occasions, correspondence plan, indicating issues to leaders. - ROI (return of venture). return for capital invested for re-appropriating alternative ROI= (800000-600000)/600000 0.3333 OR 0.333% for the accompanying monetary year and odds of disappointment is 10% of okay. return for capital invested for rebuilding choice ROI= (625000-500000)/500000 0.25 or 0.25% over next 5 years and okay of 20% rethinking can make an appearance of 33% by contributing $600000 for the following year with a for the most part protected of only 10%. Then again, the rebuilding decision can yield an appearance of 25% by contributing $500000 all through the accompanying five years with a 20 percent hazard . Performance management activities Timelines Strategies to ensure success/integration with organisational values/policy/busines s ethics/legal requirements Resources Responsibilities. 1. Make authentic advances to achieve destinations. 2. Affirmation that laborer is on track with destinations. 3. Coach if essential; change targets if crucial. 1 st quarter (2 months) 1. Cling to required rules and execute demands 2. Accuracy in enrolment structures. Cutoff getting utilizations . HR division is capable to set KPI's for every agents to screen their show. CBC-BSBHRM501-Task 2-DB-V2021.1 Page 23 of 31

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Canterbury Business College CRICOS Code – 01899K RTO Code - 6554 b. Discuss relationship of SLA to business performance at various levels of the organisation (for example, helps salespeople meet customer needs, helps managers, helps senior managers, helps the organisation achieve its vision). c. Discuss the need for training to enable effective implementation of SLA. d. Discuss risk level and management (risk mitigation) for proposed strategies. e. Discuss ROI. f. Discuss methods for monitoring performance against the SLA, for example strategies to: − focus on building quality into the process and continuous improvement − focus on preventing problems through early identification − monitor constantly − set clear accountabilities. g. Discuss strategies for monitoring performance against SLA with respect to the organisation’s values, code of conduct, and legal obligations CBC-BSBHRM501-Task 2-DB-V2021.1 Page 25 of 31

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Canterbury Business College CRICOS Code – 01899K RTO Code - 6554 CBC-BSBHRM501-Task 2-DB-V2021.1 Page 26 of 31

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Canterbury Business College CRICOS Code – 01899K RTO Code - 6554 Appendix: Appendix – 1 Action Plan Activity Timeline Strategy/application of policy (if relevant) Resources Person Policy CBC-BSBHRM501-Task 2-DB-V2021.1 Page 27 of 31

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Canterbury Business College CRICOS Code – 01899K RTO Code - 6554 Appendix – 2 Return on Investment (ROI) Return on investment (ROI) is a measure of the profit earned from each investment . Like the “return” (or profit) that you earn on your portfolio or bank account, it’s calculated as a percentage. In simple terms, the ROI formula is: (Return – Investment) Investment It’s typically expressed as a percentage, so multiple your result by 100. For human resource ROI , the tricky part is determining what constitutes your “return,” and what is your true investment? You will need to analyse what benefits the human resource services are providing the organisation in return for your investment in them. In business, return on investment (or ROI) is always financial; however, in human resources the return may be a variety of factors that will help the organisation to perform better. Returns may include: ● Better morale: If employees feel treated well, they will be happier which can lead to better performance. ● Longer employee retention: Well-treated employees tend to stay at companies longer. Career progression programs can help to improve this. ● Fewer accidents: Good WHS programs can prevent accidents which can be costly in terms of morale, expenses, time lost and compensation. ● Legal compliance: The organisation won’t have to worry about complying with legislation and the ramifications of this, such as fines or criminal action. ● Improve the organisation: HR can help to identify weak or troubling areas in the organisation's strategy/plan and make suggestions on how they could be improved As many of these benefits are subjective, it will be necessary to collect data in a variety of ways, including employee statistics and satisfaction surveys. For example, you could compare the rate of staff turnover before and after certain HR policies were brought in to see if there was a link. Honest exit interviews are also important for identifying where HR has succeeded or failed. Human Resource ROI Formula One basic formula uses the financial gain through efficiencies, savings or direct revenue: CBC-BSBHRM501-Task 2-DB-V2021.1 Page 28 of 31

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Canterbury Business College CRICOS Code – 01899K RTO Code - 6554 Financial Gain – Cost Cost There are several other new flavours of ROI that have been developed for particular purposes. One of these is the social media statistics ROI which pinpoints the effectiveness of social media campaigns. Appendix – 3 Appendix 1 – Service level agreement template General information Purpose <State the reason, goals or objectives of the SLA> Vision <State the core values to be realised and the aspirational goal> Service performance Mission <State the core activity of functions to be carried out or facilitated by the SLA> Scope <State the process/area/business unit the SLA is intended to apply to. State key stakeholders affected> Hours of operations <If applicable to SLA, state hours of operation between which services will be provided> Performance expectations Service expectations <State key expectations and metrics> Service Process/Area Expectation Performance metric Performance monitoring schedule CBC-BSBHRM501-Task 2-DB-V2021.1 Page 29 of 31

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Canterbury Business College CRICOS Code – 01899K RTO Code - 6554 Working assumptions <State any assumptions the SLA is subject to> Service constraints <State the service constraints, for example services the SLA does not cover that may be assumed, any legitimate reason why service could fail such as power outages, etc.> Service level agreement maintenance <State the process for review and periodic modification of SLA as needed> Terms of agreement <State the beginning and ending date of SLA, any conditions that must be fulfilled by client> Periodic quality reviews <State summary of schedule for review. State agenda or terms of reference for the review, i.e., what aspects of the SLA will be open to review?> Issue resolution <State process for resolution of issues> Signatures to agreement Provider Client/s CBC-BSBHRM501-Task 2-DB-V2021.1 Page 30 of 31

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Canterbury Business College CRICOS Code – 01899K RTO Code - 6554 Appendix – 4 Action Plan Performance management activities Timelines Strategies to ensure success/integration with organisational values/policy/business ethics/legal requirements Resources Responsibilitie s. CBC-BSBHRM501-Task 2-DB-V2021.1 Page 31 of 31

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BSBHRM501 Assessment Task 2 Rev0

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